On December 11, 2017, King's College Hospital NHS Foundation Trust (King's), one of London's leading teaching hospital groups, was put into "special measures" by NHS Improvement (NHSI), the financial regulator of England's National Health Service (NHS). The future of King's was now in jeopardy along with 11,000 full-time employees, over 2,000 beds, and over 40 operating theaters, serving a population of 1.5 million. King's had begun the financial year (April 1, 2017) forecasting a loss of 40 million. By December 2017, losses were projected to be over 90 million. In response to the crisis, in November 2017, the CEO of King's had removed the CFO and COO. Then, on December 10, 2017, the chairman of King's, Lord Kerslake, announced his resignation, signaling that the group would soon be put into administration. Writing in The Guardian, he warned of the deeper structural problems facing the NHS: My two and a half years at King's have been in equal part inspiring and frustrating. There are undoubtedly things that I and the Trust could have done better - there always are - but fundamentally our problems lie in the way the NHS is funded and organized. We desperately need a fundamental rethink. Until then we are simply 'kicking the can down the road.' Shortly after Lord Kerslake's resignation, NHSI announced that they would appoint Ian Smith (HBS MBA, 1987) as the interim chair. The next day, as Smith arrived at King's, there were extensive protests outside the main entrance over government underfunding of the health service in general and the departure of the chairman in particular. Smith entered via a back door to avoid the Union picket line in front. There he met the group's 28 clinical directors. The mood was angry. They briefed him on years of funding cuts in the face of poor operational performance, a highly congested emergency department, and long waiting lists for elective surgeries. Smith faced some immediate challenges. The chief executive was still in place; was he part of the problem or part of the solution? How could Smith engage with the clinicians and managers to launch a rapid turnaround? Would the regulator prove a help or a hindrance in the process? What would a "100 day" plan look like?

【書誌情報】

ページ数：14ページ

サイズ：A4

商品番号：HBSP-721356

発行日：2020/7/6

登録日：2021/7/12